Archive for November, 2008

Talent Management of High Potentials. In my High Potential Survey I differentiated companies by the average span of control of people managers with the following categories: less than 5 people per leader, between 5-10, 10-15,15-20 and more than 20. Does the span of control matter when it comes to Talent Management of High Potentials ? Find a comparison between the smallest and the largest in number of employees per leader below.

Some interesting findings:Overall result: 86% who answered to the survey work in a company where a High Potential Pool already exists.Less than five employees per leader: 100 % work in a company where a High Potentials Pool exist and which have less than 10 000 employees.More than 20 employees per leader: 89% have a HiPo Talent Pool.

Overall result: 64 % who filled out the survey were High Potentials if they knew about it. Still 30% of the companies in this survey will not inform their employees once they are
identified. The majority of High Potentials are between 1 to 3 years with the company (50%) and
30 to 35 years old (39%) when they are selcted.Less than five employees per leader: 60 % know and 40 % will not inform employee about HiPo status. 50% of this talent pool is identified in the first year! with the company and the other 50% within the first to three years with the company. Age group: below 30 years (50%) and 30 -35 years (33%).More than 20 employees per leader: 50% inform and 50% will not inform their High Potential about status. Majority of selected talents are 1 to 3 years with the company (70%) and 30% after ten years with the company. Main age group is 30-35 years (55%) and 15% are selected in the age group 40-45 and another 15% out of the age group over 50 years.

Overall result: Managing this talent pool is a challenge. More than 10% of the High Potentials group will leave in the majority of cases (59%) the company. 41% of companies manage to keep the attrtion rate below 10%.
The main reason for leaving is the lack of opportunity (77%). About 12% who leave have actually failed to deliver on their status.Less than five employee per leader: 67% have an attrition rate of more than 10%. Main reason for leaving was due to failure. In 50% of cases HIPOs derailed and were demoted.More than 20 employees per leader: Attriton rate is in 50% of cases above 20% of the Talent Pool. Lack of opportunity acounts for 75% of leaves.

My short conclusion: If the span of control is small a HIPO is very likely to derail and if the span of control is large HIPOs are very likely to leave the company because they are not growing fast enough.

So far I had 47 replies. To get a better picture I would encourage you to either fill out the survey or send it to other interested people. Thank you.

In my High Potential Survey I differentiated companies into less than 1000, between 1000 to 10 000, between 10 000 to 50 000 and more than 50 000 employees. Does size matter when it comes to Talent Management of High Potentials ? Find a comparison between the smallest and the largest in number of employees below.

Some interesting findings:Overall result: 86% who answered to the survey work in a company where a High Potential Pool already exists.Less than 1000: 82 % work in a company where a High Potentials Pool exist.More than 50 000: 90% have a HiPo Talent Pool.

Overall result: 64 % who filled out the survey were High Potentials if they knew about it. Still 30% of the companies in this survey will not inform their employees once they are
identified. The majority of High Potentials are between 1 to 3 years with the company (50%) and
30 to 35 years old (39%) when they are selcted.Less than 1000: 64 % know and 27% will not inform employee about HiPo status. 36% of this talent pool is identified in the first year! with the company and 36% within the first to three years with the company. Age group: 30-35 years (55%)More than 50 000: 70% inform and 30% will not inform their High Potential about status. Majority of selected talents are 1 to 3 years with the company (80%) and 30% are select below age 30 and 30% in the age group 30-35 years.

Overall result: Managing this talent pool is a challenge. More than 10% of the High Potentials group will leave in the majority of cases (59%) the company. 41% of companies manage to keep the attrtion rate below 10%.
The main reason for leaving is the lack of opportunity (77%). About 12% who leave have actually failed to deliver on their status.Less than 1000: 67% have an attrition rate of less than 10% but 36% face an attrition rate of more than 20%! Main reason for leaving is the lack of opportunity (73%) and 9% fail to deliver expected results.More than 50 000: Attriton rate: Less than 10% is 30% of replies, do not know (30% )and more than 20% of Talent leave in 40% of cases. Lack of opportunity acounts for 90% of leaves and only 10% failed whereby none were demoted and left.

My short conclusion: HIPOs in very large corporation are not demoted when they derail but most likely leave because they lack the opportunity to grow fast enough.

So far I had 47 replies. To get a better picture I would encourage you to either fill out the survey or send it to other interested people. Thank you.

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In my recent survey on High Potentials Steve Jobs (Apple) was most often named as a role model of a high performing CEO.

So when do you identify these top talents who will be your future leader of your organization?
The survey results show that most companies selcect their High Potentials when they are between 1 to 3 years with the company (50%) and 30 to 35 years old (39%).

Coming back to the role model Steve Jobs (Apple): What was he like when he was between 30 to 35 year old ?

Steve Jobs was born in the year 1955.
In 1983 Steve Jobs invited John Sculley (Pepsi Cola) to become the CEO of Apple.
When he was 29 years old (1984) his company introduced the first Apple McIntosh.
In May 1985 after an internal struggle with the CEO John Sculley Steve Jobs left Apple.
He then founded the NeXT computer company which build the most advanced computer at its time.
Yet NeXT was not a market success. The high costs of these advanced computers were unattractive to most buyers.
In 1986 he bought the computer graphics studio Pixar from Lucasfilm. He was then the
majority shareholder and CEO of Pixar.
When he was 41 years of age he returned to Apple and soon became the interim CEO.

What is said about his management style ?
He was a persuasive and a charismatic director for Apple. Yet some people also describe him as an erratic and temperamental manager with a demanding and aggressive personality. Reference: Wkipedia

What is Steve Jobs wisdom of success ?
Anticipating the future:“There’s an old Wayne Gretzky quote that I love. ‘I skate to where the puck is going to be, not where it has been.’ And we’ve always tried to do that at Apple. Since the very very beginning. And we always will.” Reference: Wkipedia

What do those respondents say who have for Steve Jobs about derailment factors:

Most likely derailment factors:
1) Not adapting to new role
2) Inability to manage cross functional teams
3) Difficulties when presenting in front of senior management
4) Over ambitious
5) Arrogant behaviour
Compare to overall answers see the blog post: Talent Management of High Potentials – First trends below this post.

Least likely derailment factors:
1) As a female having children
1) Working less than full time
3) Not really seeing the benefit her/himself being a HIPO
4) Immobility due to family reasons
5) Risk taking
Compare to overall answers see the blog post: Talent Management of High Potentials – First trends below this post.

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